Every organization has a strategy. That is not the issue.
(The organization would not exist for long without a strategy.)
Is the strategy explicit or implied? Is it clear and articulated or vague and assumed?
People don’t behave according to your strategies and instructions.
They act on their perceptions of strategies and instructions.
Since a very young age, we have been rewarded for getting better at what we do. Is it any wonder that people at work habitually think in terms of getting better at what is already being done? Even at the risk of ignoring the future?
Getting better at what we are already doing is called efficiency. It is easy to measure because it is objective, black-and-white, left-brain stuff. It is about compliance.
Efficiency matters. But it is not a strategy.
In a changing world, you must stay relevant. This is tricky, because it is subjective, right brain, shades of grey, because you have no proof yet of what exactly will be relevant. Trust matters. Trust that your gut, your research is right. Trust that you understanding the effect, the outcome, you must create.
Call: 804 240 2715
Email: james @ jamesmcintoshcoaching.com
Because of those two issues, I broadly approach any strategic planning exercise as follows:
Call: James on 804 240 2715
Email: james @ jamesmcintoshcoaching.com